The document discusses Concerted Development Plans (CDPs) in Peru and key success factors for their implementation at the local level, using the district of La Encañada as a case study. The CDP for La Encañada led to the establishment of a management system to coordinate public and private investments according to the plan's priorities. Preliminary results include improved investment coordination and allocation, stronger social coordination structures, and increased financial leverage. Key success factors included extensive community involvement in developing and updating the plan, a focus on institutional and capacity building, incorporating potential mining industry impacts, and clearly defining public and private roles.

1. Key success factors for Concerted
Development Plans at local level
The case of the district of La Encañada,
Cajamarca, Peru
Jorge Chávez Granadino

2. Challenges for extractive projects
in local developing areas
• Elevated poverty and exclusion levels
• High expectations on private investment
• Weak institutional development
• Limited positive impacts from mining taxfunded or direct social investment

3. Concerted Development Plans
(CDP)
Peruvian local mandatory public instruments
aimed to establish common territorial
priorities set to guide the initiatives and
investments of social, economic and
institutional actors.
CDPs become the reference framework for
local and regional policy making processes.

4. Local CDP´s key challenge
• Not to become just a formal public
planning requisite
• Must promote a process of ample
consensus for the improvement of public
& private goals and investments
• Must generate or strenghten local
management systems and capacities

5. La Encañada District´s
CDP management system
• 2009-2010 CDP updating process led to
the institutionalization of a management
system to ensure continuity and follow
up of the local plan
• It has operated and adjusted its
functions and roles for almost three
years (2011-2013)

6. •
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•
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•
LOCAL COORDINATION COMMITTEE
LOCAL COORDINATION COMMITTEE
(LCC)
(LCC)
SECRETARY
SECRETARY
Functions
Functions
Representation
Harmonization
Prioritization
Evaluation
Reporting
Implement LCC’s
decisions
Planning
Follow-up
Monitoring
Information
•
•
•
•
•
•
•
Social
Social
Development
Development
Round Table
Round Table
Economic
Economic
Development
Development
Round Table
Round Table
Social
Social
Development
Development
Round Table
Round Table
Institutional
Institutional
Development
Development
Round Table
Round Table
•
•
•
•
Coordination
Planning
Monitoring &
evaluation
Capacity building
Support LCC
Project design
Project
management

7. Implementation of the CDP
Private
Private
Institutional
Institutional
Plans
Plans
Municipal
Municipal
Strategic Plan
Strategic Plan
CDP result based investment
CDP result based investment
initiatives
initiatives
Community
Community
Development
Development
Plans
Plans
National &
National &
Regional
Regional
Investments
Investments

8. Implementation of the CDP
Municipal
Municipal
Strategic Plan
Strategic Plan
• Annual
Operational
Plan
• Annual
Participatory
Budget

9. Implementation of the CDP
•
Mining
companies
social
investment
•
Social Funds
•
NGOs
•
Churches
•
Others
Private
Private
Institutional
Institutional
Plans
Plans

10. Implementation of the CDP
• Local
communities
self funded
initiatives
Community
Community
Development
Development
Plans
Plans
• Local
proposals for
annual
participatory
budgets

11. Implementation of the CDP
• National
Social
Programs
• Sectorial
investment
plans
National &
National &
Regional
Regional
Investments
Investments

12. Capacity building

13. Preliminary results
1. Improved investment follow up and allocation
• CDP Secretary gather and
coordinate information
from public, social and
private investors through
management system
• Regular public reports help preventing duplication or
superposition of complementary investment plans
• Traceability and transparency in the use of public/private
resources

14. Preliminary results
2. Improved social coordination structures
• By December 2012, 74 out of the 120 district’s villages have a
Community Development Committee (CODECO)
• 81% of CODECOs have a Development Plan aligned to the CDP
• 32% of CODECOs are organized in networks
• Two thirds have executed at least one investment project
through the CDP system
• By 2013, La Encañada ranks 18 in the national list of districts that
increased the percentage of its investments through
Participatory Budgets

15. Preliminary results
3. Improved financial leverage
• Only public investment in CDP projects in 2011-12
represented around 77 million PEN (local budget for
all purposes in that period was only 57 million, 45
million of it derived from mining tax income)
• It accounts for almost 14% of the estimated total
budget of the 10 years period CDP duration, without
considering private investments for 2011-12 period

16. Key success factors
1. Community involvement approach
• Legitimacy
and
consensus
building
through
comprehensive information and consultation efforts,
focused both in quantity and quality of procedures
• 75% of communities, almost 1000 leaders and citizens
directly consulted to build and update local plans
• Participatory approach including social actors in every
stage of planning and management, helped build trust
and coordination, even in a local climate of conflict

17. Key success factors
2. Institutional and capacity building orientation
• Interests and concerns of all actors taken into account in
building the management system model
• Planning and management process strengthen local
existing institutions, promoting faster assimilation of
roles and functions
• Training, assistance and coaching for actors involved
• Main goal was not to make a plan, but setting a long
term management process

18. Key success factors
3. Territorial development and mining cycles
• Exploration, exploitation and closing activities of several
large scale projects were evaluated as having serious
impacts on key local development issues
• Local planning and management processes incorporated
these potential impacts and opportunities in technical
and financial projections
• Mining projects were encouraged to integrate local
development concerns in the construction of their
business cases

19. Key success factors
4. Clear distinction of public and private roles
• Local authorities must lead concerted planning;
companies may provide support but keeping their role as
another local actor
• Clearly differentiating roles and functions of public and
private actors regulates social expectations and demands
• Establishing shared territorial vision and priorities help
companies to better focus their social investment
strategies and resources allocation